Introducing Organizational Behaviour

Introducing Organizational Behaviour

Other books by the authors J. Beck and C. Cox (eds), Advances in Management Education C. L. Cooper, The Stress Check C. L. Cooper (ed.), Developing Managers for the 1980s R. N. Ottaway, Humanizing the Workplace

Introducing Organizational Behaviour Mike Smith, John Beck, Cary L. Cooper, Charles Cox, Dick Ottaway and Reg Talbot Department of Management SC ences, University of Manchester Institute of Science and Technology M

Mike Smith, John Beck, Cary L. Cooper, Charles Cox, Dick Ottaway and Reg Talbot 1982 Softcover reprint of the hardcover 1st edition 1982 All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, without permission. First published 1982 by THE MACMILLAN PRESS LTD London and Basingstoke Companies and representatives throughout the world ISBN 978-0-333-30514-0 DOI 10.1007/978-1-349-16833-0 ISBN 978-1-349-16833-0 (ebook) Typeset in Great Britain by STYLESET LIMITED Salisbury Wiltshire The paperback edition of this book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resold, hired out, or otherwise circulated without the publisher's prior consent in any form of binding or cover other than that in which it is published and without a similar condition including this condition being imposed on the subsequent purchaser.

Contents List of Figures List of Tables 1 Introduction: The Relevance and Scope of Organizational Psychology to Management IX X 1 SECTION 1: THE INDIVIDUAL WITHIN THE ORGANIZATION 2 The Manager and His Job Profile of a manager The owner-manager of a small firm The woman manager Analysis of the management job 7 8 14 16 20 3 Motivation and Job Satisfaction Drive-reduction theories 29 Maslow's hierarchy of needs 30 Hertzberg's two-factor theory and job enrichment 34 McClelland's achievement motivation 40 Process theories of motivation 46 A pragmatic approach to motivation 47 28 4 Personality and Learning in Organizations Introduction The humanistic view of personality Freud Learning and the behaviourists Epilogue 54 54 54 61 64 68

VI Contents 5 Stress at Work: The Manager The job of management The manager's role in the organization Interpersonal relations at work Career prospects Organizational climate Home-work interface stresses The type-a manager The management of stress 72 73 76 80 82 84 85 88 90 SECTION 2: THE GROUP WITHIN THE ORGANIZATION 6 Forming Judgements of Others The process of perception Factors in perception A theory of perception Social perception Improving social perception The interview 7 Communication and Attitude Change Formal-informal and upwards-downwards communication The basic communication process 8 Working in Groups The basic problems confronting any work group What is a 'group'? The dynamics of the relationships between group members The development of a group Deviancy in groups The bases of social power in groups Decision-making in groups Training for effective participation in groups Summary 97 98 98 102 106 111 112 115 116 116 136 137 138 140 142 149 152 153 155 156

Contents VB 9 Leadership and Supervision 160 Trait theories of leadership 161 Theories of leadership and management style 163 Situational and interactive theories of leadership and management 172 10 Structures of Organizations 184 Introduction 184 Weber and Michels 185 Early writers on management 187 Structure and social behaviour 189 Contingency theory 191 Structure and the environment 194 Organizations of the future 199 SECTION 3: THE ORGANIZATION AND CHANGE 11 Creativity 207 Introduction 207 The creative product 208 The creative idea 212 The creative process 213 Further characteristics of the creative problem-solving process 220 The creative person 224 The creative situation 229 12 Participation and Technology 240 Developments in the European Economic Community (EEC) 242 Developments in other countries 249 What have we learned from this work 252 The nature of future British developments 257 13 Organizational Change 261 Introduction 261 The difficulty of bringing about organizational change 262

Vlll Contents Some helpful perspectives on change How change takes place Many change agents required for change Organizational development (OD) Change strategies and interventions Conclusion 264 267 270 273 274 276 SECTION 4: OTHER MATTERS 14 Additional Areas in Organizational Behaviour 281 Author Index 289 Subject Index 293 The authors and publishers wish to thank the following who have kindly given permission for the use of copyright material. American Management Associations for a chart from 'Organizational Stress and Individual Strain' in The Failure of Success edited by A. J. Marrow 1972 by AMACOM, a division of American Management Associations. All rights reserved. British Institute of Management for tables from reports 'Prome of the British Manager', Management Survey Report, No. 38 by Melrose-Woodman, (1978), and 'The British Manager: Careers and Mobility', Management Survey Report, No. 39, by Guerrier and Philpot (1978). The Controller of Her Majesty's Stationery Office for two tables from Occupational Segregation, Department of Employment, London (1979). E. P. Dutton & Co. Inc. for a figure from Man and Society in Calamity by Pitirim A. Sorokin. Copyright 1942 by E. P. Dutton & Co. Inc. Renewed 1970 by Helen P. Sorokin. Gower Publishing Company Ltd for an extract from Problem Solving Through Creative Analysis by T. Rickards (1974). Harvard Business Review for a table adapted from How to Choose a Leadership Pattern by Robert Tannenbaum and Warren H. Schmidt (HBR May-June, 1973). Copyright 1974 by the President and Fellows of Harvard College. All rights reserved. International Publications Ltd for the diagram 'The 3-D grid'. Irvington Publishers Inc. for figures 3.3 and 3.4 from The Achieving Society (1976) by D. C. McClelland. McGraw-Hill Book Company for a figure from A Theory of Leadership Effectiveness by Fiedler and a table from Psychology of Industrial Behaviour by C. H. Smith andj. H. Wakeley (1972). Penguin Books Ltd for a figure from Creativity in Industry by P. R. Whitfield (Pelican Books, 1975). Copyright 1975 by P. R. Whitfield. Professors M. M. Webber and H. W. J. Rittel for an extract from their essay 'Dilemmas in a General Theory of Planning' reprinted by the Design Methods Group, California, from the original publication in Policy Sciences, No.4 (1973). Every effort has been made to trace all the copyright holders but if any have been inadvertently overlooked the publishers will be pleased to make the necessary arrangements at the first opportunity.

List of Figures 2.1 Super and Hall's model of career paths 12 3.1 Need deficit at three levels of management 32 3.2 Satisfiers and dissatisfiers at work 36 3.3 Achievement motivation and coal imports at London 42 3.4 Achievement motivation and US patents 43 5.1 Categories of stress 74 6.1 Organization in perception 100 7.1 Information-processing model of communication 117 7.2 Types of communication network 126 8.1 A taxonomy of group activities 139 8.2 A spectrum of conformity 150 8.3 Communications to deviants 151 8.4 Group decision-making 154 9.1 Relationship between the managerial grid and theory X and theory Y 9.2 Three sets of needs from action-centred 168 leadership 171 9.3 Fiedler's classification of leadership situations 173 9.4 The 3D grid 174 9.5 A continuum of managerial styles 176 10.1 Dimensions in designing an organization 198 11.1 The pollution problem 209 11.2 The right-angle triangle problem I 214 11.3 The right-angle triangle problem II 218 11.4 Solutions to right-angle triangle problem II 219 11.5 Problem-solving process 221 12.1 The consequences of high participation 255 13.1 Field of change forces 269

List of Tables 2.1 Qualifications of managers 9 2.2 Comparison of educational level of managers in ten countries 9 2.3 Attitudes concerning job mobility 13 2.4 Participation rates for women, 1901-71 16 2.5 Cross-national comparisons of women's share of higher-level occupations 18 2.6 Average proportion of managers' time spent on various activities 21 2.7 Mintzberg's managerial roles 24 3.1 Approximate percentage of the population showing various behaviours under starvation conditions 35 3.2 Importance ratings for various satisfiers 49 4.1 Summary of phrases which characterize psychoanalytic and humanistic schools of thought about personality 65 8.1 Classification of members' roles within groups 145 9.1 Management decision-making processes 181 10.1 Buckley's mechanistic, organic and sociocultural systems 200 11.1 Taxonomy of ideas 213 11.2 Characteristics of wicked problems 216 11.3 Characteristics of open and closed problem situations 217 11.4 The personality behind innovation 229 11.5 Structured aids to creative problem-solving 236